创新互动框架下组织领地氛围对利用性技术创新的影响:一个被调节的中介模型

利用性技术创新是企业把已有的知识、技术和市场转化为商业价值的手段,能够塑造企业的竞争优势。本研究基于创新的互动观点和领地性理论探讨了组织领地氛围对企业利用性技术创新的影响,并识别出其发挥作用的中介机制和边界条件,由此构建出包括组织氛围(领地氛围)、组织结构(控制导向的HRM系统)和各部门主体(跨部门协调)在内的整合模型。本文以146家企业的2113名成员为样本,收集了多源数据,结果发现组织的领地氛围作为约束组织成员行为的"软"的要素会降低跨部门协调进而不利于利用性技术创新的实现。进一步,控制导向的HRM系统作为组织的结构性要素,是约束组织成员行为的"硬"的要素,能够通过调节跨部门协调与利用性技术创新之间的关系来缓冲领地氛围对利用性技术创新的消极的间接效应。研究结果对领地性理论、技术创新和HRM系统研究具有重要的理论意义。

The effects of organizationally territorial climate on exploitative innovation from the interactionist perspective on organizational innovation:A moderated mediation model

Exploitative innovation is a means for enterprises to create commercial value from existing knowledge,technology,and markets,and can shape the competitive advantage of enterprises.Taking into account the importance and universality of the applications of such innovation,scholars have explored the factors affecting the use of exploitative innovation from multiple perspectives,two being organizational atmosphere and organizational structure.However,most of the existing literature on exploitative innovation evaluates the independent impact of each perspective on the utilization of such innovation,ignoring the joint effect of the two together.This study believes that a comprehensive examination of the combined effect of organizational atmosphere and organizational structure on the utilization of exploitative innovation would bear great theoretical and practical significance for the subject.First,organizational atmosphere is a"soft"element that can constrain members and play a role in social environments,while organizational structure is a"hard"element that plays a role in more contextual environments.Therefore,within organizations,organizational atmosphere and organizational structure are two important factors that can each independently constrain the behavior of members,but can also act in combination.Second,the interactive perspective of organizational innovation believes that innovation is a complex product of the interaction between the particular body(individual,team,or division)of an organization and the specific situation.Among them,situations can be divided into two categories,according to certain characteristics:situations that can exert social influence,such as group norms spontaneously formed in the social interaction of organizational members,and more contextual situations that act as background environments.Organizations must arrange various elements,such that they work in tandem to drive innovation.Organizational atmosphere,as a"soft"element that constrains members,can construct a social environment that affects innovation,while organizational structure,as a"hard"element,constructs a more contextual environment that creates a similar effect.According to the interactive perspective of organizational innovation,organizational atmosphere and organizational structure should be perceived as working cooperatively to drive innovation.Working with the interactive perspective of organizational innovation and territorial theory,this paper explores the influence of the territorial organizational atmosphere on the utilization of exploitative innovation in enterprises and identifies the intermediary mechanisms and boundary conditions for its proper function,thereby defining not only the atmosphere,but also an organizational model(control-oriented HRM system),and an integrated model of each departmental entity(inter-functional coordination).In this paper,the methods of hierarchical regression analysis and process analysis are applied,and 2113 members of 146 companies are used to build a representative sample of multi-source data.The study found that the territorial organizational atmosphere,as a"soft"element that constrains the behavior of organizational members,will reduce inter-functional coordination and is not conducive to the realization of exploitative innovation.Further,the control-oriented HRM system,as a structural element of the organization,can be considered a“hard”factor in terms of behavioral constraint.It can indirectly buffer the negative effects of the territorial climate,by exploiting technological innovation via adjusting the relationship between inter-functional coordination and utilization of such innovation.This paper contributes to a body of research on organizational innovation,territoriality,and HRM systems.First,in comparison to previous studies,the impact of organizational atmosphere and organizational structure on organizational innovation is evaluated from a different perspective.This paper integrates and examines the joint role of organizational atmosphere and organizational structure on exploitative innovation,based on the interactive perspective of organizational innovation.In addition,it explores the theory of territoriality as an emerging perspective.From this perspective,the antecedent variables affecting exploitative innovation contribute to the literature on organizational innovation.Second,this paper proposes that a territorial climate exists within the organization,such that its members will engage in territorial behavior that influences the organization’s exploitative innovation,and further examines the intermediary mechanisms and boundary conditions for its proper function,thus enriching the theory of territoriality.Third,this paper explores the"soft"elements of organizational atmosphere,and how they interact with the“hard”elements of the HRM system to influence organizational innovation.The results show that the control-oriented HRM system plays an important role in buffering the negative effects of territorial climate on exploitative innovation.Therefore,the conclusions of this paper have deepened researchers’understanding of the HRM system.